In this session, attain knowledge about how AWS can help create a differentiated customer experience for your end users and employees, at scale and at the speed of innovation to meet your customer’s expectations. Hear from a panel of enterprise IT executives, including Glenn Weinstein, CIO of Appirio, who are innovating and driving real transformations of their business via the AWS Cloud. They are leveraging AWS offerings to build, migrate and run their applications on AWS, including AWS Lex, AWS Lambda, Amazon Kinesis, and Amazon Redshift. Session sponsored by Wipro

1. © 2017, Amazon Web Services, Inc. or its Affiliates. All rights reserved.
Building Smart Applications
Leveraging AWS to Drive Customer
and Worker Experience
W i p r o T e c h n o l o g i e s
S R V 2 1 1 : P a n e l D i s c u s s i o n
AWS re:INVENT
N o v e m b e r 2 8 , 2 0 1 7

2. © 2017, Amazon Web Services, Inc. or its Affiliates. All rights reserved.
Ramesh Nagarajan
SVP, Cloud Services
Wipro
Kiran Desai
SVP, Infra Services
Wipro
Glenn Weinstein
CIO,
Appirio
Our Panelists Today
Shirish Lal
COO,
Harte Hanks
Sid Nag
Research Director,
Gartner
Manish Govil
AWS Practice Head
Wipro

3. Smart Applications
INTELLIGENT
AWARE
AUTONOMOUS
CONTEXTUAL
COGNITIVE
INTELLIGENCE
NATURAL
ALWAYS ON
RESPONSIVE
ADAPTIVE
AUTO SCALING
SELF HEALING
OPEN PLATFORM
ELASTIC
RESILIENCYEVOLUTIONARY
SMART
APPLICATIONS

4. The Four Imperatives for Smart Applications
Use data driven
intelligence to make
applications robust and
secure yet provide
great user experience
Smart Interactions
Humanize user
interactions with
applications by
leveraging natural
means of interaction
such as conversations
and artificial reality
Smart Processes
Smart Platforms Smart Security
Enable business agility
through hyper automation
and adaptive and
intelligent business
process management
Leverage platform approach
to bring transformational
business capabilities into the
core of the enterprise and
build a foundation for
the digital business
1
2
3
4

5. CONFIDENTIAL AND PROPRIETARY
This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain
information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.
© 2017 Gartner, Inc. and/or its affiliates. All rights reserved.
Applications in the Cloud Trends
Sid Nag
Director. Cloud technologies and Services
Gartner Research

6. 6 CONFIDENTIAL AND PROPRIETARY I © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.6 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.
The most common path to cloud application
failure is to assume you can simply migrate
workloads and always save money.
Rethink your application strategies.

7. 7 CONFIDENTIAL AND PROPRIETARY I © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Assess the Architecture for the Application and Infrastructure
 Replace the application
 Replace the underlying architectureReplace
 Rebuild using cloud-native application code
 Replace the underlying architectureRebuild
 Modify the application
 Replace the underlying architectureRearchitect
 Light modifications to the application
 Modify the underlying architectureRefactor
 "Lift and shift" the application
 Modify the underlying architectureRehost

8. 8 CONFIDENTIAL AND PROPRIETARY I © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Digital Evolution, Cloud, Artificial Intelligence Impact Most in
Organization’s Software Spending
Q16. Which of the following initiatives likely to impact your organization’s software spending in the next budget year and by how much?
33% 31% 33% 35% 34% 36% 39% 41% 38% 43%
52% 51% 50% 49% 49% 47% 43% 42% 42% 41%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100% Increase
spending
significant
ly
Increase
spending
slightly
No Impact
Decrease
spending
slightly

9. 9 CONFIDENTIAL AND PROPRIETARY I © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
44%
58% 59%
32%
20%
Traditional applications
moved to the cloud
without modification (lift-
and-shift)
Traditional applications
rewritten to run in the
cloud
New applications written
to run natively in the
cloud
Traditional applications
replaced by software as
a service alternatives
Hybrid applications
running partly in the
cloud and partly not in
the cloud
What types of applications are currently running in your organization's cloud environment?
n=650
Most Organizations Are Running New and Rewritten Applications
Multiple responses allowed

10. 10 CONFIDENTIAL AND PROPRIETARY I © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
W05. Which applications is your organization primarily deploying (i.e. at least 50% of instances or spending) via a cloud model?
n=637, Currently Use Cloud Services (S03)
Applications Most Commonly Deployed via a Cloud Model
14%
18%
31%
33%
34%
35%
37%
38%
39%
42%
43%
49%
52%
54%
Enterprise collaboration
Vertical Specific Applications
Project Portfolio Management
Supply Chain Management
Email
Web Conferencing, Teaming Platforms, and…
Digital Content Creation
Enterprise Resource Planning
Enterprise Content Management
Office Suites
Security
Business Intelligence
Customer Relationship Management
IT Operations Management
Multiple responses allowed

11. 11 CONFIDENTIAL AND PROPRIETARY I © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
17%
23%
61%
38%
32%
30%
45%
46%
9%
Applications (ERP, office
productivity, CRM, etc.)
Middleware (database,
application integration tools,
application development tools,
etc.)
Infrastructure (servers, storage
systems,networking, etc.)
Top Rank 2nd 3rd
W01. Please rank these three IT spending areas according to how much of your organization's IT budget is allocated to each.
n=637, Currently Use Cloud Services (S03)
Middleware is In the Top Two IT Spending Areas for Cloud

12. 12 CONFIDENTIAL AND PROPRIETARY I © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Q04. Select the three cloud-related services your organization is currently investing in the most.
n=635, Currently Use Cloud Services (S03), excludes DK
Application Development Services Is Number One for Investment In
the Cloud
Multiple responses allowed
1%
17%
18%
18%
19%
24%
32%
35%
37%
39%
41%
Other
Design services
Consulting services
Migration services
Training services
Cloud brokerage services
Application modernization services
Managed services
Implementation services
Support services
Development services

13. 13 CONFIDENTIAL AND PROPRIETARY I © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
Thank you
Sid Nag
sid.nag@gartner.com

14. Shirish Lal, Harte Hanks
CRM 4.0: Digital Transformation of the Front Office
Leveraging Cloud and Big Data

15. 15
 Leading edge organizations are leveraging Amazon Web Services (AWS) to transform
rather than optimize their GTM processes
 The best example we have seen is Amazon Commerce, which has integrated real-time
predictive and behavioral analytics to drive extreme personalization into its customer
experience
 Most organizations remain significantly behind Amazon despite the common use of
Amazon Commerce as a benchmark for Digital Transformation
 Significant challenges exist in internally catching up to Amazon
 Harte Hanks and Wipro have partnered with technology leaders such as AWS, Opera,
and usermind to offer a rapid, cost effective approach to Digital Transformation
 CIOs must play an integral part of the transformation process by working with CMOs
on how technology can drive GTM process transformation
Overview

16. 16
Use of Personalization in CRM Marketing
Direct Mail
Psychographic,
Demographic
Personalization
(CRM 1.0)
Multichannel
Psychographic,
Demographic
Personalization
(CRM 2.0)
True 1 to 1
Omnichannel
Analytically Driven “In
the Moment”
Behavioral
Personalization at the
Individual Level
(CRM 3.0)
Alexa: AI
Interface
(CRM 4.0)
COSTANDCOMPLEXITY
Pre-CRM
Human to Human

17. 17
There are major business opportunity and cost gaps between those
who can deliver Customer Centered Marketing and those who can’t
Sales data from the MyBuys database
of some 250 million shoppers:
Customer-centric marketing delivers a
25% increase in total online sales and
a 300% improvement in customer
lifetime value, according to the company
MORE SALES
Automated personalized
experiences generate 50%
more leads—at a 33%
lower cost—on average
GREATER ROMI

18. 18
Amazon embraced customer centricity early on.
Now they are the ones setting the bar.
"Our vision is to be earth's most
customer-centric company; to
build a place where people can
come to find and discover
anything they might want to buy
online.”
Two key pillars to delivering
customer centered marketing…
AMAZON. COM
MI SSI ON STATEMENT
Experience: Make the customer
experience easy, enjoyable and
convenient. Happy customers will
share their positive interactions with
your brand.
Communications: Personalize the
message to customers, based upon
what they buy, and in a way they
like. Provide tailored, relevant
communications based on
customer preferences.

19. 19
Amazon: Use of Analytics to Drive Real-Time Personalization
300+
microservices
executed from
1st to 2nd
webpage
Business Intelligence Decisioning Engine eCom Presentation
 Real-time behavioral and predictive
analytics at the customer level
 Continuous learning enablement
 Machine learning and AI enabled
 Agile low cost development of
content
 Lego-like approach to allow
maximum reuse
Micro-Content Store
 Manage customer journey logic
 Manage A/B and multivariate testing
 Microservices architecture

20. 20
But there are many barriers for corporations who seek to achieve
“Amazon-like” personalization
 Thousands of Hadoop,
Spark, and Cloud
engineers
 1000+ economists and
data scientists
 Appeal of working at a
cutting edge tech firm
 Amazon has gotten to
its current approach
over a multi-year
journey
 Amazon has massive
eCom scale
 Amazon has limited
near term earnings
pressure
 Duplicating Amazon
approach likely in 9
figures or more
Investment TimeHuman capital

21. 21
Digital Transformation Requires CIOs to Work with CMOs to Drive
Transformation or for Organizations to Bring In a CDO
CIO as revenue generator CIO as cost center
Build is difficult in early adopter or early majority stage
Shrinking product lifecycles put more pressure on build strategy
SaaS and IaaS make buying easier
Early adopter:
High cost
High risk
High differentiation
Early majority:
Medium to high cost
Medium/high risk
Medium/high
differentiation
Mass market:
Low/medium risk
Low/medium cost
Low/medium
differentiation
Laggards:
Low
Low
No differentiation

22. 22
Harte Hanks and Wipro Digital Transformation Solutions:
Amazon-like Capabilities at 1/10 Cost and 1/10 Time
• Partnerships and capabilities in
all major Front Office Systems
including Salesforce, SAP,
Oracle…
• Creates a Real-time
Behavior, Predictive, and
Descriptive System of
Intelligence
• - 4GL approach drastically
reduces cost and time
• - Proven implementations in
multiple Global 500s
• Practice focused on
assessing, designing, and
refining customer journeys
• Pre-integrated
third-party
data from 10+
best of breed
B2C and B2B
providers
• WIPRO offers low
cost approach to
deploying a services
layer to legacy
systems
• Agile, low cost
onshore/offshore content
development
Signal Hub | BI Engine which:
Legacy Systems: Harte Hanks Agency:
Harte Hanks Customer
Journey Logic:
Harte Hanks Global Dataview:
API MICRO CONTENT
THIRD-PARTY
DATA
Wipro/Harte Hanks Front
Office Systems

23. 23
Personalization Go-To-Market-Systems Roadmap
R/SAS
Analytics Engine
Real-Time
Analytics
Hadoop-Based Nextgen
Database System
3rd-Party Data
Marketing
Automation
Sales
Automation
eCom CRM POS
Core GTM Systems
CMS
SYSTEM OF
INTELLIGENCE
MI DDLEWARE PLATFORM
1st-Party Data2nd-Party Data
Data Explosion including:
• Location data, widely available 2nd-party data, usage data, IoT data, web usage…
FRONT OFFICE
MIDDLEWARE

24. 24
Go-To-Market Transformation: Direct Mail
Traditional Direct Mail Approach
• Low cost per piece
• Target large audience regardless of purchase
stage
• Pre-planned timing
• Limited personalization
• < 1% response rate
Real-time Driven Direct Mail Approach
• Medium to high cost per piece
• Trigger mail in real time based on prospect’s
digital and other activity
• High degree of personalization based on real-
time information
• 5+% Response Rate
• 10x+ conversion improvement versus digital
retargeting

25. 25
Conclusion
 In a Voice Interface Future, extreme personalization will move from a differentiator to minimum requirement
 A legacy technology infrastructure and approach to personalization will be extremely disadvantaged
 Harte Hanks and Wipro have invested in an AWS-based solution for Go-To-Market Transformation
Plan for the Future

26. © 2017, Amazon Web Services, Inc. or its Affiliates. All rights reserved.
Thank You!
C L I C K T O A D D T E X T